David Lubarsky

On July 2, 2018, I joined the amazing health enterprise at UC Davis, and I am working hard to propel our academic, training, local community and patient care missions forward.

Helped to create new School of Nurse Anesthesia that received maximum certification of 10 years after its first year!

An operational system CMO role created to address integration issues. Direct reports included Facility & Practice CMO's; Chief Risk Ofc.; Chief Safety & Quality Ofc.; Exec. Director, Process Improvement; Exec. Director, Project Management; System Director, Infection Control; Chief Patient Experience Ofc.; System Director, Pharmacy; Exec. Medicine; International Medicine; Worker’s Compensation; and Health System Govt Affairs. Recent focus primarily on govt funding, mergers, governance and economic relationship to the parent University. -- Led the quality effort delivering the highest-ranking ever for the University of Miami Hospital USNWR 2017 (2nd Miami, 12th FL) and his work was recently highlighted in a 2017 article, entitled “Why Health Partnerships Are Benefitting Miami Patients,” in American Health Leader: http://americanhealthcareleader.com/2017/why-health-partnerships-are-benefitting-miami-patients/ -- Preserved/optimized/authored legislative rules for $100M/yr funding from at-risk govt. revenue streams (DSH, LIP, PPS, UPL, MU, CMS P4P, 340B). Developed lobbying coalition with other Florida health systems. UHealth spokesperson at FL legislature. -- Created risk assumption strategy, oversaw CJR & pilot of shared risk for MA patients. -- Built & led 200-person volunteer team to spearhead ICD-10 implementation with process improvements integrated into business and revenue cycle to optimize optimal financial performance prior to go-live October 2015. Managed $11M consulting contract @ 20% saving; invented a dynamic financial projection model. -- Led many master agreement negotiations including system-wide w/ Walgreena, assuming all clinic operations across seven counties in south Florida to expand primary care footprint. Developed highly profitable (20MM/yr currently, potential 50MM) 340B program. -- this role officially started in 2012 but was an expanded continuation of my role as the Senior Associate Dean for Safety, Quality and Risk Prevention

Overseeing perioperative services at 11 facilities, including nation’s largest county hospital, Jackson Memorial, with 1,600 beds and largest anesthesia training program in the U.S; includes P&L responsibility for > $100M annual budget, 11 hospital and ambulatory OR facilities, 8 pain clinics, 120 faculty, 200 physician and advanced practice nurse trainees, and > 100K anesthetics annually. -- Transformed department: Inherited $2.5M deficit & zero reserves. 16 consecutive years of making budget with strong profit margins; $20M in reserves currently; superior safety, quality, and efficiency performance. -- Boosted academic standing from absolute last to top 10% training program and top 30 NIH funded department. A 2017 review of the residency (and four accredited fellowships across 11 hospital facilities) yielded zero citations and commendation from the ACGME. Perennial medical student teaching awards/commendations. -- Inspired unprecedented support of faculty despite productivity demands (faculty at 40th% salary & 75th% MGMA productivity). In three required faculty votes over 12 years, support >99% due to superior personnel management; 1% annual turnover in faculty compared to national average 5X higher. -- Developed philanthropy, soliciting multiple $1M+ donors, including donation of over $2M for named chair. -- International expert on OR management, EMR use & business of medicine; > 300 invited presentations & roundtables; expert on perioperative efficiency/OR staffing models: Vizient national content expert.

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Only medical school faculty with an appointment at the business school. Serving in both the Department of Management and Department of Health Sector Policy and Management. Developed health system wide broad based green belt training, a medical school business administration one month elective, and work on/organized many cross campus research projects. Guest lecturer on many topics such as negotiation, strategy, incentive and behavioral economics.

Chief Executive Officer (CEO) Role created to address $25M quarterly loss, by directing crisis/change management initiatives. -- Orchestrated successful $132M turnaround in one year from $25M quarterly loss to $8M net profit on the last quarter of my year’s tenure. -- Delivered 17% increase in patient volume and 26% increase in minor procedures, while maintaining high Press Ganey scores -- Galvanized organization using change management strategy: eliminated departmental silos, transformed patient access, pre-authorization and clinic scheduling -- Fixed Epic revenue cycle issues -- Prevented $16M unilateral cut and secured $6M increase in $100M annual contract with county hospital through rigorous negotiations and development/presentation of a comprehensive catalogue of clinical and educational services provided. -- Created UHealth Connect (unified call center), first healthcare entity to win an award from Customer Management Institute. Named 2014 Best Strategic Value to an Organization in the U.S. -- UHealth Connect provides unified patient access/insurance verification for 1,100 physicians/850K patient visits via single phone number with superior individual/group data analytic services back to practice. -- Star Performer Award from Faculty Practice Solution Center (FPSC) for successfully implementing FPSC data analysis and benchmarks to exceed productivity and revenue expectations. -- Positioned practice for sustainable profitable growth by developing tri-nodal hub and spoke health system strategic model, integrated large primary care practices (alliance and employment); consolidated isolated offices into disease centric, multispecialty sites of practice in desirable communities.

Vice Chair and Chief of Vascular and Transplant Anesthesia and Intensive Care; directed all aspects of anesthesia and intensive care operations for vascular and transplant cases in Duke University Hospital System. Promoted to Vice-Chair of Anesthesia Department in 1994; awarded tenured professorship in 1999. -- Transformed Anesthesia Department from operating deficit and zero reserves to generate multimillion-dollar profits and $10M in reserves. -- Leveraged applied IT expertise to drive record-setting 50% reduction in anesthesia pharmaceutical expenses in one year with early evidence-based medicine guidelines and EMR use, replicated nationwide.